Task partitioning: An innovation process variable

It is proposed that problem-solving inter-dependence among tasks can be predicted in many projects and can then be managed by strategies involving adjustment of the task specifications and/or reduction of the barriers to problem-Solving interaction across selected or all task boundaries.

Abstract

Innovation projects are "partitioned " into smaller tasks. Precisely where the boundaries between such tasks are placed can affect project outcome and the efficiency of task performance due to associated changes in the problem-solving interdependence among tasks. I propose that problem-solving interdependence among tasks can be predicted in many projects, and can then be managed by strategies involving (1) adjustment of task specifications, and/or (2) reduction of the barriers to problem-solving interaction across task boundaries. The potential value of studying and managing task partitioning is illustrated by exploring how problematic areas of the innovation process, such as the design-build and marketing-R&D interfaces, can be better understood through that lens.